*Update 06.06.2024: our efforts have paid off.*
The recently published 2023 staff survey results paint a bleak picture of the state of affairs within DG Taxation and Customs Union (TAXUD), particularly concerning the prevention of psychological harassment (‘bullying’ or ‘mobbing’) and sexual harassment. The figures are not just worrying; they are downright alarming.   Let’s delve into the numbers! 

The following question scores are particularly notable: 

•  “I feel that my director general cares about my well-being, (specific perspective)” scored 39%: -13 percentage points on the 2021 staff-survey score 
• “I feel that everybody is valued, respected, and has the same job opportunities, irrespective of gender, sexual orientation, ethnic background, age, disability, religion, or belief, or any other grounds” scored 49%: –14 percentage points 
•  “The institution takes the prevention of and fight against psychological harassment, seriously (global perspective)” scored, 42% 
• “My DG takes the prevention and fight against psychological harassment seriously (specific perspective)” scored 36%, -12 percentage points 
• “The DG makes sufficient effort to accommodate the needs of staff with long-standing health issues or disabilities” scored 44% 
• “My DG is committed to promoting a diverse and inclusive work environment” scored 49%: -10 percentage points 

  Having in mind what we have seen in these figures, we can identify the following: 

• Lack of care and respect: Scores plummeted across various categories, indicating a severe lack of care and respect for employees’ well-being. From feeling valued and respected to not believing at all in the ability of the DG to prevent harassment, the numbers speak volumes. 
• Work overload and the well-being of staff: Despite that within the Commission HR strategy we have the program Be-well meant to strengthen Commission’s attractiveness by providing an inclusive, collaborative and flexible work environment as well as fostering staff well-being and satisfaction, still in DG TAXUD appears to be a long way to reach this objective, noticing a clear neglect of the colleagues welfare.
• Questionable confidentiality in survey initiatives: Adding to this injury, the same hierarchy in which reportedly only 36% of the DG staff have any trust in resolving issues of harassment, launched an internal questionnaire which lacks any guarantee of anonymity: to what extent can we trust its outcomes? In particular, staff are identifiable by directorate and unit and are asked to detail the experiences that they have had. Even if there might arguably have been some good intentions behind that initiative, it reveals a total lack of knowledge of the power dynamics of a harassment situation and how it should be addressed. 

This downward spiral cannot be ignored. It’s imperative for TAXUD hierarchy to prioritize the well-being of its workforce. Instead of launching ill-conceived surveys, meaningful action is needed.  

Here’s our call to action to the hierarchy of TAXUD: 

Prioritize mental-health support: Implement comprehensive mental-health support systems and workload-management initiatives in order to prevent any further tragic incidents.

1. Promote diversity and inclusion: Actively foster a culture of inclusivity, where every individual feels valued, respected, and has equal opportunities for growth.
2. Independent counselling: As a priority, task a (hopefully soon) newly appointed Chief Confidential Counsellor to focus on colleagues needing attention in DG TAXUD and task the Counsellor with drafting recommendations on an action plan and monitoring the progress, for the benefit of all colleagues
3. Educate and train management: Provide all levels of management with training on recognizing, addressing, and proactively preventing potential harassment at the earliest possible opportunity.
4. Promote open discussion: Once the work of the chief confidential counsellor has hopefully borne fruit by regaining the trust of staff, promoting open discussion on issues of harassment and bullying at the workplace. Those words should not be a taboo, as they currently are.

In conclusion, launching an unwanted flawed questionnaire is not the answer. It’s time for concrete action at independent level, aimed at improving the well-being of TAXUD employees. Let’s prioritize empathy, transparency, and accountability to create a workplace where everyone can thrive.  

Generation 2004 calls to action and a meeting with the hierarchy of TAXUD to analyse the options in order to preserve and enhance the wellbeing and lives of colleagues and to restore the trust in the institution. 

As always, we would love to hear from you. Please do not hesitate to get in touch with us or leave a comment below.

If you appreciate our work, please consider becoming a member of Generation 2004.